Engineering and Product Development Management: The Holistic Approach

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Cambridge University Press, Sep 24, 2001 - Business & Economics - 325 pages
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This book is a practical guide to the components of engineering management, using a holistic approach. It will help engineers and managers understand what they have to do to improve the product development process by deploying new technology and new methods of working in concurrent teams. The book takes elements from six well known and understood bodies of knowledge and integrates them into a holistic approach: integrated product development, project management, process management, systems engineering, product data management, and organizational change management. These elements are framed within an overall enterprise-wide architecture. The techniques discussed in this book work for both huge multinational organizations and smaller enterprises.
 

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Contents

An overview of engineering process management
24
Organization of engineering tasks
42
APPLYING ENGINEERING PROCESSES TO PROGRAM
49
Approach to program and project management
76
An integrated team members guide to performing a task
87
Program structuring and planning
98
Program initiation and execution
126
Cost
136
DEPLOYING ENGINEERING PROCESS MANAGEMENT
191
Overcoming resistance to change
208
Implementing IPD Lessons learned case study
238
A IPD maturity selfevaluation tools
251
B Chapter 2 tables
258
Chapter 3 table
274
F Understanding the ERP and the PDM connection
303
Copyright

Program reviews
145

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About the author (2001)

Stephen Armstrong is a partner of AMGI-Bywater, an international strategic management consultancy. He has a proven track record as a performance improvement expert in technologically complex environments - from individual executive leadership performance to broad enterprise wide improvement. He provides services directly to CEOs, executive teams and steering groups leading various types of performance improvement transformation initiatives. Stephen began his career first as an apprentice, then as a graduate engineer in the aerospace industry, specializing in manufacturing engineering research and development in advanced composite materials. He entered the management consulting profession in 1988 joining KPMG (formerly Stevenson Kellogg Ernst and Whinney) and has developed innovative approaches and proprietary methodologies in the areas of strategic change and future state visioning, business design/transformation, new product development (NPD), Lean process management, ERP implementation, organizational development, and enterprise integration. While at KPMG he earned the Certified Management Consultant (CMC) - the international premier qualification in the profession. In 1993, Stephen undertook his first entrepreneurial venture by developing an integrated product development process that was adopted by numerous aerospace and defense companies. He has adapted performance improvement methodologies to a broad range of industry sectors to achieve dramatic improvements by coaching his clients' self-directed innovation teams within integrated enterprise systems architecture. Stephen has also assisted many CEOs and executive teams to develop stakeholder-driven strategic plans and to resolve key issues of governance at senior management levels. His coaching delivery is based on practitioner-based expertise in change management, operations management, engineering and product development management, technology management and project management. Stephen teaches a Masters cours